ã€World Wide Web Reporter Zhang Zhiying】 As a leader, what is the most important task?
Schneider Electric of France is an international giant in the field of global energy efficiency management and automation. Schneider's 30th anniversary celebration in China has come to an end. Global Internet interviewed Zhang Kaipeng, Senior Vice President of Schneider Electric's Global Supply Chain China. He said that as a leader, the two most important things are: First, to create "culture"; second, to build "ability."
Zhang Kaipeng, Senior Vice President, Schneider Electric Global Supply Chain China
Zhang Kaipeng worked for Schneider Electric for more than 20 years. Before he worked in state-owned enterprises for more than a decade, he jumped out of the comfort zone and moved to foreign companies. He believes that people should pay, change, and meet challenges. Today, Zhang Kaipeng leads the global supply chain business team to 10,000 people and has extensive experience in leadership management.
For many years of actual combat experience, as a manager, Zhang Kaipeng believes that the most important thing is to build a culture. "Do you want your team style to be willing to take risks, be willing to take responsibility, or just care for yourself?" He said that the most important thing for managers is to create a corporate and team culture. The most important goal of building a culture is to maximize the potential of the team and put the right people in the right place. If people put it right, it will do more with less, and vice versa. For Zhang Kaipeng, the team's greatest potential is better than everything else.
Self-confidence makes people beyond the limit
What is the secret to letting everyone realize their potential? He said: “How much potential a person can exert depends on his self-confidence.†Zhang Kaipeng found out in his many years of work that “self-confidence is very important to leaders and general employees. When you believe in one thing and are willing to do it When it is possible to make a 20%, 30% chance thing, 80%, 90%. Conversely, if you do not believe this matter, you do not have confidence in doing this well, then it may be an 80% , 90% of the opportunity to make 20%, 30% of the degree. "Confidence can be said that the core of the potential to play.
“Self-confidence is not only about saying that it will happen, but also accumulating after many challenges, difficulties and experiences.†Zhang Kaipeng pointed out that Schneider Electric has cultivated many people who have achieved high-level management positions from front-line employees. This is due to the company's growing and developing process. The employees get a lot of rare experience and get him special training. “This allows the staff to achieve an unprecedented level of self-confidence. He feels that it is possible to do anything. This will give him tremendous energy.â€
"Positive, committed, and cooperative" determines the mind and stage
On the other hand, Zhang Kaipeng regarded employees as "always positive." He said: “To do the same thing, your positive or negative contribution to the team is not the same and cannot be measured quantitatively. It is only positive for the positive energy of the team to maintain high efficiency.†He emphasized that the positive is not only positive in front of the leadership. It is always positive to treat work.
In addition, “it is impossible to do everything perfectly at work. When faced with a problem, who is brave to take the initiative and actively seek solutions, who can be different.†Zhang Kaipeng said that the responsibility is not to push it, but not to play it. It's all on someone. Whoever has this heart and mind can better realize his potential.
"Cooperate as much as possible" is also the key to the team's potential. The current job “a radish and a pit†is limited in everyone’s time and energy. However, if you only do your own thing and don’t help other people, you cannot call it a “team.†In order to help others, we must improve our ability to challenge ourselves to complete more things in a shorter time. "If everyone can do this, a good team culture will form naturally and we will have a basis for combat effectiveness."
"Always a positive attitude, the courage to take responsibility, the ability to work in a team," Zhang Kaipeng as a person's "breast." He said how wide the heart is and how big the stage is. Through these three points, it is not difficult to see the quality of a good employee, and Zhang Kaipeng thinks this is culture and needs to be established in the team. Once such a culture is established, human potential can be more fully displayed. When it comes to leadership and team culture, Zhang Kaipeng talks to journalists with a feeling of enthusiasm and passion.
Professionalism and discipline are indispensable
Zhang Kaipeng believes that the second important thing for team managers is to build the "ability" of the team.
Zhang Kaipeng gave an example to reporters: “What does a particularly capable army do every day? If it simplifies all of their daily activities, they will do two things when they are summed up. The first is to train technical skills – to shoot a gun. It's quasi-propelled, and it's dangerous to be able to dodge. This can be collectively referred to as expertise."
"It is not enough to have professional skills. If you don't have the charge, you can't do it. So on the other hand, we must build culture, including obedience, discipline, and teamwork." Zhang Kaipeng said that execution, discipline, and teamwork are for fighting.
How is this culture implemented in the team? "Through subtle influences, habits and recognition are formed." Zhang Kaipeng replied, "The soldiers are dressed in military uniforms. Their sense of mission requires them to say that rushing is necessary. Commands must be carried out. They will not challenge and ask why others have retreated. To protect? The powerful army has strong execution and dedication will be particularly important."
Talking about this, Zhang Kaipeng seemed to have thought of something. He said, “There is no use for culture, but with a team, it is not enough to be full of enthusiasm and not afraid of death. Therefore, professional skills and team culture are indispensable.†Zhang Kaipeng said he was very Concerned about the creation of team culture. He said: "I spend a lot, a lot of time training each of the teams that I've brought, and nothing else. I'm talking about management."
He believes that what a leader believes in himself and his own behavior will be passed on to the team; the values ​​of leadership will determine the values ​​of the entire team. "These spirits cannot really be ignored." Zhang Kaipeng once again stressed.
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